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13 Start-Up Strategies and the Positive Outcomes You Can ExpectOutcomes You Can Expect
Shared Services 101 WorkshopShared Services 101 WorkshopMarch 22, 2010
Contact: [email protected] [email protected]
[email protected]@scottmadden.com
Copyright © 2010 by ScottMadden. All rights reserved.
Shared Services 101 – OutlineShared Services 101 OutlineIntroduction
— Facultyy— Attendees— ScottMadden
13 Start-Up Strategies
Copyright © 2010 by ScottMadden. All rights reserved. 11
Shared Services 101 – 13 Start-Up StrategiesShared Services 101 13 Start Up Strategies
DecideDecide DesignDesign BuildBuild ImproveImprove
Understand what shared services is and is not
Have a detailed definition of the future state
Leverage a PMO approach from Day 1 through
Develop a rolling two-year improvement plan
DecideDecide DesignDesign BuildBuild ImproveImprove
and is not
Have a relevant shared services strategy that supports your
future state delivery modelDetermine if technology is a driver or an
bl
Day 1 through improvementDetermine the pace and scope of rollout
improvement plan
supports your corporate strategy
Know your current state true costs and customer
enablerDetermine which components of the infrastructure must be in place Day 1
Redesign processes and provide thorough trainingMand customer
satisfaction
Understand the organization’s capacity for
be p ace ayAlign your people strategy with your change strategy
Measure progress and track your savings/value return from implementation on
capacity for change
Copyright © 2010 by ScottMadden. All rights reserved. 2
Shared Services 101 – 13 Start-Up StrategiesShared Services 101 13 Start Up Strategies
DecideDecide DesignDesign BuildBuild ImproveImprove
Understand what shared services is and is not
Have a detailed definition of the future state
Leverage a PMO approach from Day 1 through
Develop a rolling two-year improvement plan
DecideDecide DesignDesign BuildBuild ImproveImprove
and is not
Have a relevant shared services strategy that supports your
future state delivery modelDetermine if technology is a driver or an
bl
Day 1 through improvementDetermine the pace and scope of rollout
improvement plan
supports your corporate strategy
Know your current state true costs and customer
enablerDetermine which components of the infrastructure must be in place Day 1
Redesign processes and provide thorough trainingMand customer
satisfaction
Understand the organization’s capacity for
be p ace ayAlign your people strategy with your change strategy
Measure progress and track your savings/value return from implementation on
capacity for change
Copyright © 2010 by ScottMadden. All rights reserved. 3
DecideDecide DesignDesign BuildBuild ImproveImprove
1. Understand What Shared Services Is and Is Not
Shared Services Is . . . Shared Services Is . . .
h b i lid t it t f tiwhen a business consolidates its support functionsto serve the corporation and its business units,
operating as a business within a business,utilizing a well-defined infrastructure to enable utilizing a well defined infrastructure to enable
higher-value service delivery.
Copyright © 2010 by ScottMadden. All rights reserved. 5
Shared Services OverviewShared Services Overview
SHARED SERVICES
DECENTRALIZED CENTRALIZEDS i C ltDECENTRALIZED CENTRALIZEDService Culture
Efficient Delivery Model
Best PracticesRedundant UnresponsiveUnresponsive
D t h d fD t h d f
CustomerFocused
Economiesof Scale
Independent EntityInefficient
Non-Standardized
Detached from Detached from BusinessBusiness
InflexibleInflexible
Business Intelligent
StandardizedProcesses
Metric Driven
Infrastructure
Combines the best of both worldsCombines the best of both worlds
Copyright © 2010 by ScottMadden. All rights reserved. 6
Benefits of Shared ServicesBenefits of Shared ServicesReduce Expenditures
Eliminates duplicate processes
Eliminates redundant labor and systems costs
Aligns labor skills and costs with specific
Leverage Information
Improve Operations
g ptask typesCreates awareness of true costs for internal services, shaping usage behaviorReduces costs by 20% to 50%
Information Operations
Raises service levels by standardizing processes to achieve world-class results
Allows collection and analysis of standardized data across the organizationC t bilit th Identifies and eliminates
non-value-added processesFocuses efforts of shared services staff on providing cost-effective, high-quality serviceImproves qualitative customer satisfaction
Creates comparability across the organization, with effective reportingEnables better decisions to be made based on better informationAdapts easily to growth, contraction
and quantitative service measuresImproves ability to measure performanceEmphasizes continual process improvement
Provides one-stop shoppingfor employeesEnsures higher degree of complianceFocuses on demand management
Copyright © 2010 by ScottMadden. All rights reserved. 7
To learn more about our start-up strategies for shared services, contact us:
Doug UtleyPartner
Brad DeMentPartner
Sam PostonSenior Vice President
Scott ManningPartner
404-814-0020
2626 Glenwood Ave.Suite 480
3495 Piedmont Rd, Building 10Suite 805
www.scottmadden.com
Raleigh, NC 27608919-781-4191
Atlanta, GA 30305404-814-0020